某咨询做的某公司人力资源评估（英文PPT129页）18843.pptx

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1、NCE HR Assessment Project Final Presentation December 19985/12/20231Table of ContentsProject background and approach .Page 3 Key Issues:Challenges facing NCE HR today.Page 11Overarching Issues,Benchmarks&Customer Satisfaction LevelsNCE Today:Function by function analysis/Strengths&Future Opportuniti

2、es-Compensation Administration-Benefits Administration-Payroll/HRIC-Learning-Workforce relations-Staffing-Safety and Industrial Hygiene-Disability Management-Field ServicesHR Organization Model Recommendations.Page 44Recommended structure for the future Roles and ResponsibilitiesSkills,Competencies&

3、Experience requirementsHR Transition Planning.Page 60Key Success FactorsTransition Plan:8 Quarter Transition Plan Time lineKey Project DescriptionsAppendix.Page 72Product/Service locations in the future Corporate Center/Business Unit/Shared Services modelDetailed HR Transition Plan(Excel file)Exampl

4、e Service Level Agreement and Service Level Agreement Development Approach5/12/20232Project Background&Approach5/12/20233Project Objectives-Confirming the“future state”vision for NCEs Human Resources organization,-Conducting a current state assessment of the HR processes,organization and technology,

5、-Evaluating HRs customers needs and perceptions of current and desired service levels and competencies,-Conducting a benchmarking study based on similarly sized HR organizations,-*Developing a list of HR products and services currently offered,and determining with HR leaders the potential future loc

6、ation of HR products and services(Corporate Center,Business Unit,Shared Services)-Conducting a gap analysis between the current HR processes,organization and technology and the future model of Human Resources,-Developing a competency model for the Human Resources group that reflects the future state

7、,and-Developing a transition plan to implement the future state design within a specified timeframe.Arthur Andersen was asked to work with NCEs Human Resources group with a project to assess HRs current state and to develop a transition plan for moving forward.Our primary objectives included:*Added

8、to our original scope5/12/20234The Human Resource functions included in Assessment project included:Compensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesProject ScopeProject Assumptions-The HR

9、 group needs to deliver products and services that meet customers needs in cost,quality and time.*The new NCE business unit structure will only increase this emphasis-The migration of HR into the new Corporate Center,Business Unit,Shared Service structure is evolutionary.*But HR cant wait until the

10、dust settles and the picture is clear.The picture will continue to change.*Initially all HR functions will be in the Shared Services group.Beginning very soon,some HR personnel(and associated HR responsibility,products and services)will be dedicated to the Business Units.-Concentrate on what isnt wo

11、rking well,and focus on how to move forward in a positive way.*Some of our observations are“fact-based”,some“experienced-based”*The goal is to look for opportunities to change in order for HR to better serve customers,then determine how to systematically improve performance-Learn from the past,move

12、forward*Weve used prior work(i.e.J Team,KBPI,Business Plans,etc.)in our analysis*If things arent working,lets set a new course-Analysis is important but implementation is where improvement occurs*Identify the“big things”,do enough analysis to confirm the opportunity,then move forward*Our team focuse

13、d on prioritizing issues/opportunities and recommendations that can be implemented with measurable resultsOur team used some important assumptions as context for our work throughout the project:5/12/20236We developed our analysis using a holistic model,looking at the following questions:HR Strategyv

14、Does HR have an appropriate strategy given NCEs business strategy?vWhat is the best approach to implement HRs structure and service delivery objectives?PeoplevHow does NCE HRs compare as an organization to other similar HR organizations?vHow should HR be organized to best support the business units?

15、vWhat skills/competencies model is required in order to execute your HR strategy?Business ProcessvHow are HRs management and service delivery processes working?vHow might our processes need to change under the new NCE Business Unit structure?vDo we understand our processes and are they support cost,

16、quality and cycle time improvements?TechnologyvIs HR using available technology appropriately?vAre there other technologies available that HR can take advantage of to lower costs and/or improve quality and timeliness of service?Project AnalysisHR StrategyPeopleTechnologyBusinessProcessesNCE Strategy

17、HR CustomersHR Customers NeedsvAre HRs customers satisfied?If not,why not?vDo they understand what HR provides?vHow will their needs change under the new Business Unit structure?NCE StrategyvHow is HR supporting the current NCEs strategic objectives and guiding principles?vHow will our HR strategy i

18、mpact and be impacted by the new Business Unit model at NCE?June 12,19977HRs PerspectiveHR CustomerPerspectiveBestPracticesTeamPerspectiveRecommendationsWe used many points of analysis in order to get an integrated picture of how HR is working today,and to recommend areas for improvement that would

19、help increase customer satisfaction,improve effectiveness and efficiency,improve quality,and improve cost performanceHR InterviewsHR Focus groupsCustomer surveyCustomer interviewsQualitative viewQuantitativebenchmarksNCE experience HR specific experienceSupport functionResources Used5/12/20238A work

20、ing philosophy for the future:The“Business-Within-A-Business”concept5/12/20239Determine what they do and do not needHave choices for sourcing support products/services“Make”in Business Unit and/orPurchase from NCE Shared Service and/orPurchase in the marketplaceWill become more astute consumers,dema

21、nding value(the combination of cost&quality)and service(the combination of cost and timeliness of delivery)If their needs arent met,they will vote with their pocketbookCustomersDriveStrategy is about choices:what you will and will not offer to customersSome choices are really not“choices”i.e.regulat

22、ory,Corporate mandatedIt is difficult to concurrently work under 3“strategic models”:Lowest costNew product/service innovatorCustomer intimateRevised as customer needs change over timeStrategyDictatesFocus on customer needs,translate into best delivery structure Organization built around skills,comp

23、etency,experience as opposed to longevity,tenure,relationships“Process”orientation is important since organization structure and the people in the boxes will change over time-they always do!“Dynamic tension”between Shared Services HR and Business Unit HR personnelBusiness Unit personnel will“go nati

24、ve”,and in many ways they should!Revised as customer needs change over timeStructureSupports delivery ofMix of cyclical,planned deliverables(transactions,reports)and occasional needs(consultation)Must be managed accordinglyOne size doesnt fit allNeed to be well defined,well understood by customers a

25、nd“buyable”Not one big chargeUnderstood in terms of cost and price(given regulatory mandates)Will come and go:new needs emerge,some will be outdated or not in demandRevised as customer needs change over timeProducts/ServicesMonitored byContracts(or Service Level Agreements)are the market mechanism f

26、or buying servicesService agreements facilitate resource planning-how many people and what skills are neededMeasurable,accountable,meaningful,tied to individual and team rewardsCostQualityTimeHave an“owner”Whos responsibleIf you cant measure it,you cant manage itRevised as customer needs change over

27、 timePerformanceMeasuresTo understand the context for our recommendations,it is important to understand our assumptions about the potential “future state”of HR at NCE.We assume that HR will need to operate as a“Business within a Business”,driven by the“market economy”that the Business Unit corporate

28、 structure is creating.That are used to manage business performance in serving Business-Within-A-Business5/12/202310Key Issues:Challenges facing NCE HR today5/12/202311NCE HR Benchmark OverviewSome key performance indicators our team gathered indicate that NCEs HR organization today doesnot compare

29、favorably to other HR organizations in terms of headcount and cost,and has room for improvement in meeting the needs of customers in the current NCE organization.Not Perf.Not Perf.Some Perf.Some Perf.Meet NeedsMeet NeedsExcellentExcellentWhat is the currentWhat is the currentperformance?performance?

30、Importance in meeting Importance in meeting the future needs of NCE?the future needs of NCE?Ratio of HR employees to total employeesHR expense as a percent of operating expenseCustomer Satisfaction ResultsGoodGood=No GapGood5/12/202312Key NCE HR Issues TodayLarger staff and higher cost in NCE HR com

31、pared to other similarly sized organizations Ratio of HR employees/total employees:Saratoga Institute*120:1-(5,000-10,000 employees)94:1-Utility Industry NCE*79:1Many NCE HR professionals indicate that they are short staffed.Reasons for NCEs ratio are inefficient structure,processes,use of technolog

32、y,rework and error correctionHR operating expense per employee:Watson Wyatt:$873 NCE:$2,086*HR expense as a percent of operating expense:Saratoga:.74%NCE:.53%*HR expense per HR FTEs:Watson Wyatt:$70,367NCE:$98,745*The ratio of management personnel to staff is 1:6.2;however,this ratio is unevenly dis

33、tributed and there is opportunity to reduce costs by expanding the span of control in some areas(ex:compensation),and under the modified HR organizational structure to be discussed later in the presentation.*Benchmarks exclude Safety,IH,Payroll and Learning*FTE count excluding current temporary empl

34、oyees*NCE data is based on HR budgeted operating expense in the 1998 business plan.These numbers may contain or exclude cost components that are excluded or contained in the benchmarks from Watson Wyatt and Saratoga.*This number is based only on the HR employees who responded,i.e.it is not extrapola

35、ted,and includes the 12 FTEs detailed in the HR functional group analyses&recommendations.Several NCE HR employees reported significant amounts of rework caused by reasons such as duplication/uncertainty of responsibility and maintaining standalone spreadsheets to work outside of HRizon.By eliminati

36、ng only the rework reported,NCE HR could free up roughly 14 FTEs*to devote to other more value-added work,(or reduce overtime).5/12/202313Inconsistent Daily Management and Performance Management Lack of responsibility,accountability and ownership for resultsLack of sound performance expectations and

37、 measurable results(individual and departmental)Lack of performance management process to identify,track and measure key performance indicators and business resultsThis“fire fighting”mode does not allow HR to focus on strategic business initiatives and improvement opportunities to support the organi

38、zations future goalsIneffective HR organizational structure The current organization structure does not afford customers optimal service.Customers often contact both Field Services consultants and Core group representatives to resolve the same issue/problem.Quality of information provided may vary b

39、etween the two groups.Activity analyses indicates significant rework(upwards of 40%in some areas)primarily stemming from this organizational issueThere is confusion about roles,responsibilities and boundary issues between HR organizational units.There will be significant challenges in transition man

40、agementWhen HR and the entire organization move through this transition,there should be a focus on the following:Ensuring on-going serviceDeveloping service level agreementsIdentifying and managing process improvements in each functional area,using prior work(i.e.MSI)Managing the people change(selec

41、tion,termination,knowledge management,backfill,etc.)Managing the financial implications of the transitionIdentifying a forum to share best practices across business units in all HR areasIdentifying and retaining key employeesEnsuring proper and timely communication to assist with change enablementKe

42、y NCE HR Issues continued5/12/202314The HR skills,competencies and experience may not match current and future customer requirementsThe Field Service organization was staffed with individuals ranging from subject matter experts to support personnel.This resulted in a Field Service organization compo

43、sed of consultants who may not possess the skills normally associated with an HR generalist.An adequate skills/competencies model does not exist to assist with recruiting qualified applicants and determining developmental needs of current staff.A strategic direction needs to be defined as it relates

44、 to Human Resources under the new NCE Business Unit operating model,for example:Determining if benefit plans can be divided by business units Determining the impact of such a decision(pliance,legal,plan asset distribution,etc.)HRIS is not integrated for all areas of HR and current technology is not

45、fully utilized and understoodSeveral HRizon modules were successfully implemented and are processing transactions,however:There are still instances where calculations are developed outside of HRizon(i.e.Excel)and uploaded into HRizon Tape transfers to vendors are not error freeHRizon data are routed

46、 through the IBM mainframe system which adds an additional technical processing step in delivering HR information to usersHR users are/were not consistently trained in HRizon,some admittedly by choice Key NCE HR Issues continued5/12/202315Corporate CenterCommodityDeliveryRetailInternationalNCE HR To

47、dayCustomers are not consistently satisfiedNCE HR has more people serving the lineemployees than comparative benchmarkcompaniesHR roles and responsibilities unclearDuplication/overlap of effort between Core,FSMultiple contact points between HR and customers-customer confusion&frustration,HR frustrat

48、ion Although process maps exist for HR processes,they arent consistently used to drive continuous improvement,make comparisonsto other HR groups,measure performance,ormanage the businessFS representatives trying to fill generalist roles but some lack experience,skills,trainingLack of consistent tang

49、ible,measurable accountability for results HR products/services are not clearlydefined,communicated,costed,priced-(These are emerging but have a ways to go)HR customers cant purchase discrete,unbundled HR servicesIssues with current HR service deliveryIf you accept the business-within-a-business con

50、cept,demands on all NCE support organizations,including HR,will intensify in the future as Business Units become more demanding customers with freedomto choose their service providers.Customer demands will intensify the need to overcome the issues facing HR today.NCE HR TodayHR Issues SummaryWho do